Führungskulturen an der Universität: Feedbackinstrumente als Schlüssel zur Personalentwicklung

Management culture at German universities. Guided feedback as an instrument to develop leadership skills In future, universities will be fundamentally more exposed to national and international competition than they are today. The challenges for Germany’s universities arising from this are increased by the reform pressure towards a modernization of the governmental administration. On grounds of these new tasks and challenges, inner-organizational changes as well as the development of a leadership responsibility and further training of the employees’ social skills are necessary. Therefore up-to-date personnel development belongs to a university’s modernization program. At the Berlin University of Technology appraisals by subordinates are practiced in order to design a fair leadership culture. The crucial factor for this is the professor’s and administration manager’s identification with their leadership role. For a further process consultation the adoption of coaching is recommended.     

Wirksamkeitsforschung im Führungskräfte-Coaching

In the article the author refers to his first paper reviewing 22 empirical studies in the field of executive coaching (cf. OSC 12, 3, 2005). Furthermore eight new studies are presented and existing research is critically analyzed. As a result implications for further research are suggested. Though the body of empirical research is still sparse and most of the reported studies had severe limitations, they provide evidence that coaching works. Access to the field of executive coaching is considered difficult for researchers but will be crucial for future research. It is hypothesized that conventional research focusing on average and not on individual changes is perceived neither helpful nor useful by practitioners. To meet practitioners’ needs, a client focused research is advocated.     

Wirksamkeitsforschung im Führungskräfte-Coaching

Research on the outcomes of executive coachingThe author presents a review comparing 22 research papers published in German or English on the outcomes and factors influencing the outcomes of executive coaching. The variety of methods applied, factors leading to success, criteria of success as well as the perspectives that were established makes it difficult to carry out a comparison of these studies especially considering the small number of the studies. Moreover, many of the studies suffer from methodological flaws and miss depth of theoretical background. Overall, a positive picture emerges: Coaching seems to have a considerable effect. Clients report feelings of a burden being taken away from them. They develop a capacity to look at things differently, they improve their skills of reflection, communication and of carrying out executive tasks. Their interventions become more efficient and help their companies to increase their profit. Factors leading to this success seem to be the working relationship, the elaborate formulation of aims, the way of reaching these aims, the qualification, the commitment and the authenticity of the coach as well as the coach’s appropriate use of different techniques.     

Life-Coaching als Bestandteil von Führungskräfte-Coaching

Executive coaching represents a significant tool of human resources development and is applied to strengthen leadership and management skills. Regardless of specific professional issues on and around the job itself, experience reveals that personal issues should also represent an integral constituent of executive coaching. Indeed, managers do not only encounter professional challenges, but are challenged in their whole personality. Hence, executive coaching expands to life coaching. Based on a specific case study regarding work life balance the following article illustrates how life coaching may successfully be applied in a systematic manner and how the aspects function and human being are mutually dependent.     

Containing als Führungsaufgabe in Zeiten der Unternehmensveränderung

Globalization and its pressure for change poses increasing challenges to managers and employees. But unlike technical processes, the phases of mental development required in human beings cannot be accelerated at will. On the emotional level, it is therefore about dealing with increasing expectations, frustration and interpersonal tensions. It requires a practicable approach to work with emotionally stressed situations, such as the container-container model. The paper examines the effectiveness of the model in the organizational life with regard to change and executive recruitment.     

Autorität? Führung? Macht?

The topic of education and learning currently being debated with much fervor in the public arena reflects the process of change within postmodern society and its impact on the development of children and adolescents. This discussion grapples with the issue of the authority of parents and teachers as well as their role in the context of family and school. The task of trying out new roles and agreeing on them is of pre-eminent importance, since traditional role models are no longer tenable. In doing so, the relation between hierarchy and discourse is being established anew.     

Neu auf dem Lehrstuhl Hochschullehrer/innen als Führungskräfte

New on the professorial chair. University professors as leadersWhen taking over a professorship, young scientists face a lot of new tasks, especially tasks of leadership for which they usually do not possess any knowledge nor experience. Besides these deficits, it is a lack of prior reflections that thwarts a successful starting on the new job. A qualified coaching could prevent this outcome. For coachs who are asked for counseling in such situations or want to specialize in this field, the article provides background informations and a counseling framework. A special section deals with coaching of female scientists and gender specific aspects of a professorship.     

Implementierung von Einzel-Coachings im Rahmen eines Führungskräfteentwicklungs-Programms in der öffentlichen Verwaltung

Coaching has become an integral part of systematic management development. This article describes the successful implementation of an individual coaching as an essential element in a leadership development program, that is based on the author’s practical experience. Moreover, the article presents the conceptual framework of the development program, the understanding of coaching and the underlying process. Effective internal marketing, transparency about the coaching process and an emphasis on voluntary compliance are emerging as success factors for the sustainable establishment of the coaching offer.     

Vertrauen als Merkmal von Beziehungsqualit?t: Modellentwicklung und explorative Interviews im Kontext sportpsychologischer Betreuung

A model is developed, defining interpersonal trust as the consequence of the individual??s evaluation concerning personal conditions and task conditions of counselling. Regarding evaluation, a situational, contextual, and global orientation is distinguished. Five expert-interviews are presented, aimed to test the structure and applicability of the given model in the practice. Goodwill and esteem for the athlete, both situational and contextual connected, were stressed by the experts as important for trust building so as the attribution of a trustful personality was. The interviewed experts ranked expertness as a factor of lower significance for trust building. Discrepancies between the theoretical model and the experts?? opinion refer to future research and opportunities to optimize counselling.     

Die „4-Level-Evaluation“: Messen der Ergebnis- und Prozessqualität im Coaching

“4-Level-Evaluation”: Measuring coaching success. Introducing a general and valid evaluation methodology, the “4-level-evaluation”, which will secure measuring coaching success and coaching process –without any limitation in terms of special tools or methods – and which every client will understand and appreciate. How to create a realistic evaluation bottom line, how to manage expectations to avoid perhaps disappointments, how to define possible coaching goals and how to eventually evaluate grades of achievement are explained and applied to a practical coaching case.     

Zum Verhältnis von Wertadditivität bei Sicherheitsäquivalenten und Risikoanalyse — Replik zu den Anmerkungen „Sicherheitsäquivalente sind nicht überflüssig!“ von Björn Häckel, Christian Holtz und Hans Ulrich Buhl

Zusammenfassung  Die Forderung nach Geldmarktinvarianz in der Risikoanalyse impliziert weder Invarianz des Sicherheits?quivalentes im Hinblick auf den Kassenbestand (additive Konstante) noch Invarianz im Hinblick auf die Finanzierungsstruktur (multiplikative Konstante) des Investors. Hingegen kann sowohl konstante absolute Risikoaversion (Invarianz bezüglich additiver Konstanten) also auch konstante relative Risikoaversion (Invarianz bezüglich multiplikativer Konstanten) durchaus kompatibel mit Geldmarktinvarianz sein. Aus der Wertadditivit?t des Sicherheits?quivalentes bezüglich additiver Konstanten folgt jedoch Geldmarktinvarianz.

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On the relationship between value additivity of certainty equivalents and risk analysis

Summary  If the valuation of risky cash flow streams is independent of transactions in a perfect money market (as required in the so-called risk analysis), this does neither imply value additivity of the certainty equivalent with respect to additive constants, i.e. cash holdings, nor with respect to multiplicative constant, i.e. the capital structure of the investor. But both, constant absolute and constant relative risk aversion, i.e. value additivity with respect to additive and multiplicative constants, respectively, can be consistent with money market invariance. However, value additivity regarding additive constants implies money market invariance.